随着近年来市场竞争形势的日益加剧，企业对目标客户的服务能力也迅速成 为其运营管理的一个关键环节，其中银行业企业作为服务于客户、为客户提供更 好产品的重要主体，其服务于客户的服务质量管理能力越来越成为企业可持续发 展的主要保证。尤其是涉足金融服务领域的企业若在激烈的市场竞争中占据主导 地位，就需要提供高质量的服务，而该类企业的一线网点服务质量在很大程度上 代表着这家企业的服务质量管理水平。只有较高质量的服务能力，才能够为企业 带来主营业务收益，形成自己的核心竞争力，才能够为企业带来新顾客，并留住 老顾客，增强顾客的忠诚度。 本文以CF邮政代理金融服务现存的质量管理问题为研究对象，结合现有管 理理论及服务业务现状，多角度分析问题及产生原因，并提出相应的完善对策。 首先，现存问题主要包括用户对代理金融服务满意度低、服务管理方式仍停留在 传统阶段、代理金融服务流程控制不到位以及对于金融服务质量管理的教育缺 失。与之相对应的产生原因依次为：企业金融服务质量管理理念单雹服务质量 管理的制度不能与时俱进、服务质量管理流程改革未真正启动及缺乏相关专业化 培训的制度性保证。其次，综合上述的问题与产生原因，本文提出如下完善对策: 确立全面质量管理的服务理念提高全员客户服务意识、及时启动并进一步完善服 务质量管理制度、推动企业金融服务的业务流程再造进程、建立并有效实施企业 金融代理服务质量管理培训体系。最后，为保障上述管理对策的实施，本文在企 业文化打造和企业人才培养两方面提出相应的保障措施：在企业人才保障措施方 面，需构建完善的人才建设机制、打造基于服务多元化目标的服务团队以及从制 度层面上确立“五统一”标准；在企业文化保障措施方面，强化对企业文化体制 的建设、以全新的服务理念指导优化企业内部文化环境以及以CRM管理框架推进 文化软指标的考核进程。 本文综合分析了CF邮政代理金融服务质量管理存在问题，旨在提高CF邮政 代理金融服务管理整体水平，构建科学的服务管理体系，完善服务管理培训，使 CF邮政公司代理金融服务流程更加规范，提升服务质量和客户满意度。同时也 希望本研究能够为其他金融服务机构的管理提供借鉴。 关键词： 代理金融 服务质量 质量管理 II ABSTRACT The increasingly intense market competition in recent years, the enterprise of the target customer service ability is fast becoming a key link in the operation management, including the banking business as a service to customers, providing customers with better products the important main body, its service to the customer service quality management is more and more become the main guarantee for the sustainable development of enterprises. In particular, if an enterprise involved in financial services occupies a dominant position in the fierce market competition, it needs to provide high-quality services, and the service quality of the first-line network of such enterprises to a large extent represents the service quality management level of the enterprise. Only high quality service ability can bring the main business income for the enterprise, form its own core competitiveness, can bring new customers for the enterprise, and retain the old customers, enhance customer loyalty. This paper takes the existing quality management problems of CF postal agency financial service as the research object, combines the existing management theory and the current situation of service business, analyzes the problems and causes from multiple perspectives, and proposes the corresponding improvement countermeasures. First of all, the existing problems mainly include the low customer satisfaction to the agent financial service, the service management method is still in the traditional stage, the agent financial service process control is not in place, and the lack of education on the financial service quality management. The corresponding causes are as follows: the enterprise financial service quality management concept is weak, the service quality management system cannot keep pace with The Times, the service quality management process reform has not really started and the lack of relevant professional training system guarantee. Second, comprehensive of the above problems and causes, this paper puts forward the following countermeasures perfect: establish the philosophy of total quality management service to improve overall customer service consciousness, to start in time and improve the service quality management system, promote the business process reengineering process of enterprise financial services, establish and effective implementation of enterprise financial agent service III quality management training system. Finally, to ensure the implementation of the management measures, based on the two aspects of enterprise culture and enterprise talent cultivation put forward the corresponding safeguard measures: talent guarantee measures in the enterprise, must build perfect personnel training mechanism, build based on diversified service target service team and establish "WuTongYi" from the Angle of system level standards; In terms of corporate culture safeguard measures, we should strengthen the construction of corporate culture system, guide the optimization of corporate internal cultural environment with new service concepts, and promote the assessment process of cultural soft indicators with CRM management framework. This paper comprehensively analyzes the problems existing in CF postal agency financial service quality management, aiming to improve the overall level of CF postal agency financial service management, build a scientific service management system, improve service management training, make CF postal agency financial service process more standardized, improve service quality and customer satisfaction. At the same time, it is also hoped that this study can provide reference for the management of other financial service institutions. Key Words: The agent financial The quality of service Quality management IV 目 录 摘要 ........................................................................................................................ I ABSTRACT ............................................................................................................... II 绪论 ....................................................................................................................... 1 0.1 研究背景及意义 .................................................................................... 1 0.1.1 研究背景 ...................................................................................... 1 0.1.2 研究意义 ...................................................................................... 2 0.2 研究目的 ................................................................................................ 3 0.3 研究内容.思路与研究方法 ..................................................................... 3 0.3.1 研究内容 ...................................................................................... 3 0.3.2 研究思路 ...................................................................................... 4 0.3.3 研究方法 ...................................................................................... 4 1 相关概念和理论基础 ....................................................................................... 6 1.1 相关概念 ................................................................................................ 6 1.1.1 邮政代理金融服务相关概念 ........................................................ 6 1.1.2 邮政代理金融服务管理及服务特点相关概念 .............................. 7 1.1.3 服务质量管理 ............................................................................... 9 1.2 理论基础 ...............................................................................................11 1.2.1 金融服务创新管理理论 ...............................................................11 1.2.2 全面质量管理理论 ......................................................................11 1.2.3 业务流程管理理论 ......................................................................12 2 CF邮政公司及其代理金融服务质量管理现状................................................14 2.1 CF邮政公司概况 ..................................................................................14 2.2 CF邮政公司代理金融服务业务现状 ..............................................